PACIFIC GAS AND ELECTRIC COMPANY 2013-2014 ENERGY...

PACIFIC GAS AND ELECTRIC COMPANY

2013-2014 ENERGY EFFICIENCY PORTFOLIO

PROGRAM IMPLEMENTATION PLAN

STATEWIDE PROGRAM

INTEGRATED DEMAND-SIDE MANAGEMENT

PGE2108

APRIL 23, 2013

Pacific Gas and Electric Company i April 2013

TABLE OF CONTENTS

1) Integrated Demand Side Management, PGE2108, Core ........................................................ 1 2) Projected Program Budget Table ............................................................................................ 1 3) Projected Program Gross Impacts Table ................................................................................. 1

4) IDSM Program Description .................................................................................................... 1 a) Description ........................................................................................................................ 1 b) Statement of Problem and Solutions to Overcome the Problem....................................... 3 c) Program Goals, Strategies and Measurable Objectives .................................................. 13 d) Target Audience(s).......................................................................................................... 14

e) Identify If and How this Program will Provide any Elements of Workforce Education

and Training (WE&T)..................................................................................................... 15 5) Program Rationale and Expected Outcome .......................................................................... 15

a) Quantitative Baseline and Market Transformation Information ..................................... 16 b) Market Transformation Information ............................................................................... 17 c) Program Design to Overcome Barriers ........................................................................... 17

d) Quantitative Program Targets ......................................................................................... 18 e) Advancing Strategic Plan goals and objectives .............................................................. 18

6) Program Implementation ...................................................................................................... 18 a) Statewide IOU Coordination........................................................................................... 18 b) Program Delivery Mechanisms ....................................................................................... 19

c) Marketing Plan ................................................................................................................ 19 d) Best Practices .................................................................................................................. 19

e) Innovation ....................................................................................................................... 20 f) Integrated/coordinated Demand Side Management ........................................................ 20 g) Integration Across Resource Types ................................................................................ 20

h) Pilots ............................................................................................................................... 20

i) EM&V............................................................................................................................. 21 7) Diagram of Program ............................................................................................................. 22 8) Program Logic Model ........................................................................................................... 23

9) Appendices ............................................................................................................................ 24

2013-2014 Energy Efficiency Portfolio Statewide PIP

Integrated Demand Side Management

Pacific Gas and Electric Company April 2013

1

1) Integrated Demand Side Management1, PGE2108, Core

2) Projected Program Budget Table

Main Program

Name / Sub-

Program

Total

Administrati

ve Cost

(Actual)

Total

Marketing

&

Outreach

(Actual)

Total Direct

Implementati

on (Actual)

Integratio

n Budget

Allocated

to other

Programs

(If

Applicable

)

Total

Budget By

Program

(Actual)

CROSSCUTT

ING

SCE Integrated DSM $1,710,000

PG&E Integrated DSM

$1,321,668

SDGE Integrated DSM

SoCal Gas Integrated DSM

TOTAL: $1,321,668

3) Projected Program Gross Impacts Table

Non-resource program.

4) IDSM Program Description

a) Description

The California Long Term Energy Efficiency Strategic Plan (Strategic Plan) encourages

programs that integrate the full range of demand-side management (DSM) options,

including energy efficiency (EE), demand response (DR), and distributed generation

(DG), as fundamental to achieving California’s strategic energy goals. This program

implementation plan (PIP) presents the coordinated effort of Pacific Gas and Electric

Company (PG&E), Southern California Edison (SCE), San Diego Gas and Electric

Company (SDG&E) and Southern California Gas Company (SoCalGas), (together

referred to as “the IOUs”) to integrate DSM options in full collaboration with the

Commission’s Energy Division. This PIP is in compliance with Decision (D.) 09-09-

1 D.09-09-047, Ordering Paragraph (OP) 33 directs Pacific Gas and Electric, Southern California Edison, San Diego

Gas and Electric, and Southern California Gas to jointly submit a revised program implementation plan for the

statewide IDSM program through an Advice Letter within 120 days of the effective date of the Decision. This PIP

was submitted on January 22, 2010 through Advice 3079-G/3595-E (PG&E) and again at Energy Division’s request

through supplemental Advice 3079-G-B/3595-E-B (PG&E) on March 10, 2010, and approved in a disposition letter

issued by Energy Division on March 12, 2010. The 2013-2014 PIP Addendum incorporates direction from D.12-05-

015.




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047, which approved the IOU Statewide IDSM program; the 2013-2014 Guidance

Decision (D. 12-05-015) that required continuation of IDSM activities; and the 2013-

2014 Final Decision (D. 12-11-015), which approved the 2013-2014 IOU budgets.

The IOUs have identified integrated DSM (IDSM) as an important strategic DSM policy

priority. Each IOU has proposed activities, pilots, and other programs (Strategy 1.2)2 in

response to the Strategic Plan DSM Coordination and Integration Strategy. Through these

approaches, IDSM program implementation will be advanced significantly.

In addition to the IOUs’ individual IDSM pilots, projects, programs, and activities, the

IOUs will maintain the Statewide Integration Task Force (Task Force) comprised of

utility staff and third party program administrators, as needed. Energy Division staff and

expert outside stakeholders can also participate in on a regular or as-needed basis. Task

Force responsibilities include activities that promote, through statewide-coordination, the

IDSM goals and objectives as identified in the California Energy Efficiency Strategic

Plan (D.09-09-047), the 2013 -2014 Guidance Decision (D.12-05-015), and the Decision

approving the 2013 – 2014 EE program portfolio (D.12-11-015). The IOUs believe that

Strategy 1.1 of the Strategic Plan—“Carry out integrated marketing of DSM

opportunities across all customer classes”—should be coordinated with the statewide

Marketing, Education and Outreach (ME&O) efforts (see SW ME&O program

implementation to be filed in a separate application for the 2013-2014 period) and

implemented at the local level by the IOUs focused on particular segment and customer-

specific strategies. The Task Force will coordinate closely with the ME&O statewide

team established in the Strategic Planning process to ensure a consistent customer-

focused communications approach and to gain knowledge from statewide and local

marketing and outreach best practices.

In 2013-2014, the IDSM Task Force established in the 2010-12 portfolio period and

consisting of IOU and ED representatives (Task Force) will continue to expand its role as

a coordinating body across many proceedings, programs, and across the IOUs to identify

gaps, best practices and to improve efficiencies around delivery of programs in a

comprehensive manner to customers. Task Force representatives will strive to actively

participate in all applicable proceedings to help develop of a record in each proceeding

that will aid in developing policies, funding opportunities, and mechanisms to promote

IDSM.

During the 2013-2014 period, the IOUs will explore existing project tracking and

reporting systems and determine the best approach to consolidate and improve these

systems across multiple programs (EE, DR, DG/CSI) and business areas to benefit

customers, customer facing staff, internal planning and reporting.

The budget for DSM Coordination and Integration will provide cost coverage for

positions at each utility to lead internal task forces, represent the utilities at the statewide

task force level, facilitate training, and support subject matter experts. It will also fund




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expenses associated with the Task Force’s deliverables and the coordination of the

specific IOU integration activities. The IOUs will determine how to appropriately

allocate energy efficiency funds to ensure IDSM tools provide customers with

information that supports all demand-side resources, consistent with IDSM objectives,

while remaining compliant with energy efficiency funding guidelines.

The Guidance Decision directs the IOUs to continue and expand integration efforts in the

following areas:

• Increased Coordination: Increased coordination across different proceedings with

the IDSM Task Force as lead

• IDSM Funding: Consideration of appropriate funding from the other proceedings

to support IDSM efforts

• Increased Involvement of Stakeholders: Inclusion of stakeholders and experts in

the efforts of the IDSM Task Force

• Information on IDSM Projects: Detailed information on the pilot programs and

projects

• Audits: Continued development of the integrated audit tool

• IDSM Marketing: Increased integrated marketing efforts and improved

reporting/communications with ED

b) Statement of Problem and Solutions to Overcome the Problem

The California Energy Efficiency Strategic Plan, the 2013–2014 Guidance Decision (D.

12-05-015), and the Final Decision approving the 2013–2014 EE portfolio (D. 12-11-

015) require the utilities to focus on integration of DSM activities and programs on a

statewide and local level through efforts with customers, utilities, regulators, and

legislators. The CPUC’s Strategic Plan envisions “energy efficiency, energy

conservation, demand response, advanced metering, and distributed generation

technologies [as being] offered as elements of an integrated solution that supports energy

and carbon reduction goals immediately, and eventually water and other resource

conservation goals in the future.”

In order to ensure that the utilities’ IDSM activities meets the Strategic Plan’s vision, the

Task Force will continue to meet regularly to identify and promulgate best practices,

address implementation and policy issues, design effective metrics to measure IDSM

progress, and report to the CPUC as described below. The utilities will work with Energy

Division to identify a workable meeting/conference call and reporting schedule for 2013–

2014.

This Task Force does not replace the individual IOU governance of DSM programs and

is not intended to duplicate reporting or regulatory activities. Rather, the Task Force will

specifically look for integration opportunities, identify integration barriers, and work

through the IOU program staff to promote the advancement of integration, using lessons

learned and best practices to establish a continuous improvement process.

The Task Force will focus on the eight tasks as defined in D. 09-09-047:




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1. Development of a proposed method to measure cost-effectiveness for

integrated projects and programs including quantification and

attribution methods that includes GHG and water reductions benefits

and the potential long-term economic and electric/gas hedging benefits.

a. Description:

The Commission has approved the California Standard Practice Manual, which

serves as the reference document for cost-effectiveness tests and methodologies

for EE programs. Rulemaking (R.) 07-01-041 is considering identifying and

approving a cost-effectiveness methodology for DR programs, and R.08-03-008 is

considering cost-effectiveness methodologies to measure the cost benefit of DG

programs. To effectively integrate DSM program design, a set of internally

consistent cost-effectiveness methodologies need to be developed for integrated

projects, and for program efforts that seek to combine all of these demand side

resource options within an integrated portfolio. Cost effectiveness is being

considered in R.09-11-014.

b. Tasks and Timelines:

Under contract to the IOUs, Black and Veatch completed a whitepaper on

integrated cost effectiveness and presented observations and recommendations

via a public workshop the first quarter of 2011. The progress of this activity is

on hold pending guidance from the Energy Division.

The IOUs and CPUC will work together on next steps for integrated cost-

effectiveness efforts.

2. Development of proposed measurement and evaluation protocols for

IDSM programs and projects.

a. Description:

In order to effectively evaluate IDSM programs, activities, and pilots, specific

protocols need to be developed to document and attribute energy savings, demand

reductions, and CO2 reductions from various DSM customer activities. The Task

Force will coordinate with IOU and ED EM&V resources to develop a proposal

of appropriate metrics for assessing integration.

Draft EM&V protocols will also be applied to the IOU IDSM pilot programs.

This exercise will allow for immediate feedback as to the feasibility of the draft

IDSM EM&V protocols.


The Task Force will explore a phased approach to developing appropriate

EM&V protocols for IDSM programs and projects. ED EM&V resources will

collaborate with the IOUs to develop a white paper that will be publicly

vetted.




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The IOUs and CPUC will work together on next steps for integrated EM&V

efforts.

3. Review IDSM enabling emerging technologies for potential inclusion in

integrated programs.

a. Description:

The Commission has approved various research and development (R&D) and

Emerging Technologies (ET) programs in both Energy Efficiency and Demand

Response proceedings that promote IDSM. The Task Force will be the

appropriate forum to discuss the applicability of these new technologies and

initiatives in the context of IDSM. The ET program will undertake a coordinated

effort to support innovation in EE, DR, and renewable/self-generation. ET

program staff will coordinate with the IDSM Task Force to review and vet

proposed emerging technologies that can be funded and integrated across DSM

programs.

The ET program will focus on integrating hybrid and renewable technologies, as

well as study and assess interactive effects, especially for technologies like

lighting and HVAC. The program will launch demonstration showcases and

scaled field placements featuring integrated energy systems for proof-of-concept,

technology, and usability assessment; market exposure; and public awareness.

The IDSM Task Force will track the results of the ET program’s technology

integration and help to chart its future course, as well as monitor the inclusion of

integrated ET products into customer projects.


Both the IOUs and the Task Force will track emerging technologies that have

some combination of EE, DR, and/or renewable self-generation capabilities,

or other integrated relationships to potentially pilot integrated product

offerings (in addition to marketing) to customers.

The IOUs will leverage emerging technology efforts through various channels

to offer and promote multiple integrated measures such as efficient lighting,

HVAC equipment, or pumps coupled with controls that will provide both

energy savings and auto-DR capabilities. The IOUs will explore leveraging

existing or emerging technologies that individually or as a system combine

EE, DR, DG, AMI, or water-savings potential as part of an integrated program

offering.

4. Development of cross-utility standardized integrated audit tools.

a. Description:

Program evaluation studies identified energy surveys and customer site audits as

powerful tools to create awareness of energy conservation potential. The IOUs




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currently offer integrated audits to medium and large customers (generally with

demands upwards of 200 kW) that include appropriate EE, DR, and DG/CSI

project and/or program recommendations. Integrated audits are described in the

Commercial, Industrial and Agricultural Statewide PIPs under the Energy Advisor

sub-program.

Currently, DR and EE contribute funding to audit tool development and

implementation. Generally no funding is provided by the solar/DG programs.

Where appropriate, the Task Force will work with ED staff to identify

opportunities for sharing costs across EE, DR, and DG in the development and

implementation of integrated audits.

Standardization of Audit and Survey Tools

The IOUs continue to standardize statewide audit and survey tools, as well as

customize audit recommendations based on customer profiles, operating

characteristics, market sector potential, and cost-effectiveness. The IOUs will

consider more meaningful ways to implement the audit and survey tools for the

customer and identify choices of potential measures in various DSM programs or

technologies specific to a particular customer.


An online tool development timeline for each utility can be found in the

Commercial PIP.

Continue statewide coordination on online and onsite audit tool efforts.

Progressive Energy Audit Tool (PEAT) Description

The PEAT is an interactive tool that enhances information provided to a customer about

energy usage, behavior, and IDSM technology recommendations as customer data and

household/business characteristics become more available during continuous

communication and engagement. While each IOU refers to this tool by a different name, it

is generally known as the online audit tool developed in the 2010-12 portfolio period.

PEAT is accessible for residential and nonresidential customers whose electricity demand is

less than 200 kW. The audit tool will be the principal conduit to provide IDSM information

to customers, replacing several survey/audit products and their associated software

programs which currently collect data, do data entry, and generate customer reports. More

specifically, the tool will be able to generate customer reports that include specific

information on the costs and benefits of IDSM programs.

Projected Design and Functionality

The online tool was developed in the 2010-2012 portfolio period and will be enhanced in

the 2013-14 cycle. Enhancements may be performed in phases, evolving as new internally




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or externally developed tools become available for acquisition. The online tool will likely

evolve based on smart grid, smart meter roll out at IOUs, building customer interfaces, and

applications may extend the development beyond the 2010-2012 and 2013-2014 portfolio

periods.

Where appropriate, the Task Force will continue to share best practices on a statewide basis,

and will work with ED staff to identify opportunities for sharing costs across EE, DR, and

DG in the development and implementation of integrated audits. It is expected that DR, EE

and solar/DG programs will share costs representing their portion of the integrated audits

and integrated services to customers based on measures identified. Currently DR and EE

contribute funding to audit tool development and implementation, but generally no funding

is provided by the solar/DG programs, unless funds are provided as carryover from the 2012

online tool development funds.

5. Track integration pilot programs to estimate energy savings and lessons

learned and develop standard integration best practices that can be

applied to all IOU programs based on pilot program evaluations and the

results of additional integration-promoting activities (i.e., EM&V and cost-

benefit results).

a. Description:

The Task Force will be the principle governance structure to track the integrated

efforts of the IOUs and develop SW metrics to evaluate their success. The Task

Force will identify pilots, projects, programs, and activities being conducted by

individual IOUs that might be replicated in other parts of the state. The Task

Force will not limit their efforts simply to integrated pilot programs or projects

with special funding, the Task Force will also track integrated program offerings

and integrated projects with customers.

Part of this effort will include using new integrated audit tools being developed by

IOU market sector programs that provide baseline data and information regarding

the appropriate combinations of DSM technologies for a site. In turn, the Task

Force will coordinate with market sector efforts to provide feedback on the

development of these tools to ensure they are truly integrated. Although the Task

Force will not run or manage specific programs, it will offer recommendations,

based on its findings, on new approaches and activities that could be added to

existing programs to enhance the integrated nature of the offerings. Task Force

recommendations made to IOU program managers to promote integrated

programs or projects will be included (whether the other program managers

accept Task Force recommendations or not) in the IDSM reports for ED.

Additionally, the proposed IDSM cost-effectiveness framework, once adopted,

will be applied in real-time to the pilot programs within this funding cycle.




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In addition to the formal Task Force, the internal IOU teams will actively

participate in discussions of pilots, perform assessments based on data collected

from the pilot program managers, and return recommendations based on lessons

learned to the management-level staff of the Task Force. The Task Force will

establish a regular review process for pilot progress and ensure that best practices

are identified in a report and shared with portfolio managers for all DSM areas

and Energy Division staff. IDSM is a regular agenda item for management

reviews within each IOU, and information and lessons learned can be shared with

the other IOUs.

As the IOUs are conducting IDSM pilots, launching integrated programs, and

implementing integrated projects with customers and the continued research is

collaboratively vetted and shared, the Task Force will also look at developing best

practices for IDSM for future integrated programs, activities, and projects. The

Task Force will establish a formal process for sharing best practices with internal

IOU staff, Energy Division staff, and interested stakeholders.

Per the Commission’s direction, the table below describes all Integrated Demand

Side Management pilot programs and projects. The offerings address CPUC

guidance on resource comprehensiveness, design characteristics, promotion of

emerging technologies, and the testing of integrated cost-effectiveness and

evaluation methodologies that support IDSM objectives.

Table 1 – Integrated Pilots




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During the 2013-2014 portfolio cycle, the IOUs will work with Commission

Staff to ensure that an adequate level of detail is provided in their reports on

Integrated Demand Side Management pilots, programs, projects and activities.

The Task Force will work with other statewide teams to identify opportunities

and projects to target where there are integrated offerings available and

projects underway.

The Task Force will work across the IOUs to identify and share best practices

and lessons learned associated with the integrated programs, projects, pilots

and activities identified and tracked.

6. Develop regular reports on progress and recommendations to the Commission.3

a. Description:

The Task Force will communicate regularly with Energy Division through meetings

and reports. .

Consistent with IOU reporting requirements, each utility will provide a written report

that will include updates on the status/progress on the eight IDSM activities.


Since Q1 2010, the IOUs have provided quarterly reports accessible through

EEGA; discussions are ongoing to determine the appropriate reporting

requirements for 2013-2014

The Task Force (including IOU and Energy Division representatives) meets in

person, as needed, for a deep dive discussion on some of the key area of

interest in the report and will continue in 2013-2014.

The Task Force, including subcommittees, holds regular planning and

coordination conference calls to discuss progress on integrated activities and

will continue in 2013-2014.

7. Organize and oversee internal utility IDSM strategies by establishing

internal Integration Teams with staff from EE, DR, DG, marketing, and

delivery channels.

a. Description:

The Task Force will facilitate IDSM planning and be the primary source of

assistance to help inform internal IOU staff of integrated program activities,

oversight, and coordination. The Task Force will not oversee the individual IOU

Integration Teams, but will coordinate with these groups. The IOUs will establish

internal integration teams with representatives from EE, DR, Energy Savings

Assistance Program (ESAP), distributed generation (DG/Solar), green programs,

marketing and delivery channels.

3 Heading remains consistent with CPUC directive in D. 09-09-047.




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Deliverables of the Integration Team:

Facilitate and communicate to promote inclusion of EE, DR, solar and other

offerings (e.g., DG, Rates) into comprehensive energy cost reduction offerings

to customers

Coordinate with the marketing teams to promote integrated offerings

including a centralized marketing function and consistent messaging

Develop and implement sales and program training for integrated offerings

including a targeted customers approach and sales training plan with a

consideration of lessons learned from other IOU training efforts. Elements

will include:

Training sales representatives from all appropriate delivery channels

and program staff on IDSM integration to improve the sales

effectiveness of programs

Incorporating IDSM into external events and internal training of

customer-facing sales staff, as appropriate

Coordinate responses to Commission directives, inquiries and data requests

Coordinate development and delivery of integrated programs to create

seamless market-segment-based customer solutions

Coordinate/track delivery and progress of integrated pilots and activities

Participate in regulatory proceedings and filings to maintain consistent,

coordinated message

Review and provide comments on regulatory filings

SCE will develop and begin implementation of an IDSM Action Plan that sets

goals, strategies, and tactics across the organization to facilitate and optimize

efficiencies gained through the utilization of integrated approaches. In order to

educate and share best practices and experience with integrated products,

marketing and sales, integrated sales training will be developed, or in some cases

continued, for IOU customer facing, marketing and program teams.


These tasks are ongoing within each utility.

8. Provide feedback and recommendations for the utilities’ integrated

marketing campaigns, including how the working group will ensure that

demand response marketing programs approved as category 9 programs

are coordinated with EE integrated marketing efforts.

a. Description:




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Regular coordination meetings currently exist to review EE, DR, DG and ESAP

results with internal marketing management and discuss course changes that

might be needed. Integrated marketing is defined as marketing efforts that seek to

integrate demand side energy management options to the greatest extent possible

(DR, DG, and EE/ESAP) and in a way that make sense for each customer. The

Task Force will enhance this process to promote program integration across the

DSM campaigns. A specific feedback process will be designed, but the Task

Force may also forward its recommendations to EE, DR, ESAP and DG program

management responsible for developing marketing IDSM strategies for use in

regular reviews and reports in addition to ad hoc contacts to plan and modify

programs. Any Task Force recommendations made to other IOU program

managers to promote integrated programs or projects will also be included,

whether the other program managers accept Task Force recommendations or not,

in the regular reports on IDSM activities to ED. At the meetings, the Task Force

will also use the opportunity to educate and train management and portfolio

managers on best practices for increased integration of DSM programs and

offerings to customers. Integrated marketing campaigns will also ensure that DR

marketing programs approved as category 9 programs are coordinated with EE

integrated marketing efforts.

All IOUs are conducting residential and non-residential outreach events,

developing and delivering collateral, and utilizing website updates and campaigns

to cross market programs. Research on customer approach has also been

conducted on the effectiveness and appropriate order, timing, and combination of

bundling of programs to customers. In addition, the utilities held a statewide

coordination and communication meeting in May 2011 to discuss integrated

efforts and best practices and identify opportunities to coordinate and collaborate.

Additional statewide coordination meetings were held in 2012.

Integrated Local Marketing Education and Outreach Strategy

The IOUs’ integrated marketing plans are designed to generate ongoing customer

engagement in EE, DR, and other DSM programs and services by providing

residential and non-residential customers with the right message, through the right

channel, at the right time. The plans will leverage and complement the statewide

ME&O activities, which will be designed to provide general energy education and

demand side management program information, while prompting residential and

small business customers to immediately take action.

In 2013-2014, a new statewide ME&O campaign will focus on creating awareness

and educating customers about energy management and integrated DSM. The

IOUs expect to leverage the increased interest generated by the statewide ME&O

campaign and use that point of contact and education as a step towards deeper EE

engagement. PG&E’s local integrated marketing strategy will focus on helping

customers understand the relevance of EE programs and services and enabling

customers to take actions that are appropriate to their needs -- including one-time

measures, such as rebates, as well as deeper whole-house retrofits. This local EE




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marketing strategy will be coordinated through a variety of channels and tactics,

with the intent of reaching customers at the right place and at the right time, to

drive increased participation and ongoing engagement.

Integrated Local Marketing Education and Outreach Messaging

In order to provide customers with relevant messages, the IOUs will use

segmentation and internal data analysis to help refine our current understanding of

customers' IDSM needs, by appropriate customer segment and target offerings.

By cross-selling DSM programs and services that are meaningful to the customer,

the IOUs will encourage customers to take action.

When appropriate, integrated messaging will deliver information to customers in

a way that bundles relevant EE, DR and other DSM programs and services. For

example, the IOUs will develop print and electronic case studies that feature

customers who have implemented integrated solutions in order to address their

energy management needs.

In addition to cross-selling DSM programs and promoting bundled solutions

through integrated campaigns, integrated messaging will be designed to motivate

customers to enroll in web-based billing and analysis tools. This action will

enable and encourage customers to better understand and manage their energy

usage by taking advantage of the online tools. It will also provide the utilities

with additional opportunities to continue to cross-sell DSM programs and

services.

Integrated Local Marketing Education and Outreach Tactics

Local integrated marketing campaigns leverage multiple tactics and multiple

communications to present customers with a holistic view of programs and

service offerings, and clearly present the actions customers can take to participate.

To reach California’s diverse customers, the IOUs will use a mix of

communication channels and languages. When possible, the IOUs will utilize the

customer's preferred method for receiving communications. Marketing channels

may include, but are not limited to: customer call centers, business account

representatives, direct mail, email, IOU and 3rd

Party websites, bill inserts,

outreach events, partnership activities, social media, and ethnic advertising.

Integrated Local Marketing Education and Outreach Reporting

To increase and showcase marketing integration, IOUs will continue to conduct

regular coordination meetings to share integration results, review best practices,

and identify potential areas for improvement. For example, in May 2012, the

IOUs presented an overview of their marketing integration efforts at the Quarterly

IDSM Task Force meeting. Additionally, IOUs will continue to submit updates of

their integrated marketing activities in reports as necessary.





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The Task Force will continue to work in 2013-2014 with the statewide ME&O

effort to ensure integrated messaging and coordination at a statewide level and

will identify areas of integration with other demand-side programs by

identifying and developing a product planning/review process that involves

ME&O members of the IDSM Task Force.

In 2013-2014, the Task Force will conduct internal review of local utility

marketing efforts where there are opportunities to integrate messages and

campaign, resource, and program offerings that promote demand side

integration of DR, EE, and DG resources.

The IOUs will continue to share information with the Task Force on local

IOU integrated marketing, training, and education efforts. The IOUs will

report all integrated marketing activities in the regular reports and will

highlight integrated marketing efforts at the regular IDSM Task Force

meetings.

c) Program Goals, Strategies and Measurable Objectives

The primary purpose of the Task Force is to facilitate the integration of the full range of

IOU DSM program options for California. To achieve this purpose the Task Force will

pursue several objectives:

1. Determine membership and identify key liaisons and stakeholders

Initial Task Force membership will include representatives from each of the

utilities, non-utility representatives as appropriate, and from the Commission’s

Energy Division. Utility membership will include representation from strategic

planning, EE, LIEE, DR and DG programs as well as emerging technologies,

marketing, delivery channels and regulatory coordination, and possibly advanced

metering. Statewide membership may be expanded to include representatives

from the municipal utilities, the California Energy Commission (CEC) and other

stakeholders. The Task Force may have regular representation from each of the

leads of the other SW Program working groups, such as Industrial, Agricultural,

Commercial, Residential, ME&O, WE&T, and New Construction.

The Task Force will coordinate and work with Energy Division staff through

regularly scheduled phone calls, reports and in person meetings, as needed. As

issues come up related to best practices and approaches with particular market

segments and projects, the Task Force members will agree on subject matter

experts to share with and educate the team.

In the 2013-2014 period, the IDSM Task Force will include subject matter experts

and other external stakeholders in the discussions of the eight specific directives

in order to get perspective and additional feedback on the various topics and

subjects. As directed, the IOUs will work in collaboration with the CPUC to

identify and invite stakeholders to participate where and when appropriate.




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The Task Force will coordinate and communicate with teams associated with

other programs and proceedings. Included in this effort are the ESA Integration

Working Group; the Task Force and the ESA Integration Working Group

/subcommittee work together to maintain directional alignment and to identify

and report on best practices across the EE, ESAP and other proceedings.

2. Continue to identify and describe progress of:

Existing utility activities, efforts, programs and pilots,

IDSM best practices, and

IDSM metrics (as appropriate) and cost effectiveness methodologies

Identify key issues affecting successful integration cost-effectiveness, enhancing

progress on technical innovations and regulatory jurisdictional issues. The Task

Force will work with ET and program planning staff to develop potential

solutions to the issues raised, and then follow through to see that the solutions are

represented in future program modifications.

3. Develop metrics and reporting mechanism for tracking success of integrated

efforts (EM&V protocols) consistent with the EM&V development plan described

earlier in section 4.A.2.

4. Develop proposals for policy and program initiatives necessary to forward IDSM.

5. Establish program-funding protocols.

6. Identify and recommend adoption of enabling/supporting policies for inclusion in

appropriate DSM programs and reports consistent with descriptions in prior

sections of this PIP.

7. Identify and propose changes to inhibiting policies, metrics and reports consistent

with descriptions in prior sections of this PIP.

Tasks and Timelines

Goals defined above will involve ongoing efforts of the Task Force.

d) Target Audience(s)

The target audience for this statewide IDSM program effort is IDSM stakeholders

including, but not limited to, the IOUs, CPUC, CEC, DSM solutions providers (e.g., EE

service providers, DR aggregators, CSI installers) and utility customers.




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e) Identify If and How this Program will Provide any Elements of Workforce Education and

Training (WE&T)

The Task Force can be utilized as a repository of experts and best practices that promote

IDSM for IDSM related WE&T efforts. Similar to its efforts with the SW ME&O Task

Force, the IDSM Task Force will take the following actions related to WE&T:

The Task Force will work with the larger Statewide WE&T effort to ensure

integrated coordination at a Statewide level.

The Task Force will conduct internal review of local utility education and training

efforts to identify opportunities to integrate these activities.

The Task Force will share information on local IOU integrated training and

education efforts.

To date, the Task Force has collaborated with the statewide WE&T team to develop the

acceptable protocol for integrated training at the training centers. This includes a

definition of “integrated training” identified in coordination with the IOU statewide

WE&T Task Force that is included in the SW WE&T PIP.4 The Task Force will continue

to identify and report best practices. Any IOU budgets associated with Integrated WE&T

are included in the WE&T PIP.

Tasks and Timelines

The Task Force will work with the WE&T team on these efforts on an ongoing basis. Specific

timelines are not known at this time, but will be developed in collaboration with ED once the

WE&T Needs Assessment Study is available.

5) Program Rationale and Expected Outcome

The Strategic Plan calls for an ongoing task force to establish a blueprint for integration. A

statewide non-resource program is an effective means of coordinating such a blueprint.

4 The IOU ECs propose two ways that educational program can be identified as “integrated”.

1. Integration through a balance of building systems content

Course content includes material on at least two building systems (i.e. mechanical, building envelope,

lighting, solar, water, etc.) their relevance to one another, and how an integrated systems approach

optimizes overall demand management with impacts that address energy efficiency, demand response, and

smaller renewable energy systems.

2. Integration through technology content

Technologies discussed can be used to fulfill at least two of the three subjects of Integrated Demand Side

Management (EE, DR, and DG). IDSM technology examples would include dimming ballasts, energy

management systems, controls, or any technology with a work paper that includes both kW and kWh

savings. Energy efficiency technologies result in permanent load reduction. Demand response technologies

have the ability to respond to a demand response event for temporary load reduction. Distributed generation

technologies deliver power to an individual building or set of buildings.




16

a) Quantitative Baseline and Market Transformation Information

Program Performance Metrics (PPMs)

The IOUs have evaluated (or will evaluate) 2010-2012 PPMs in Resolution E-4385 for

applicability to the 2013-2014 program cycle and propose to work collaboratively with

Energy Division to develop revised program targets and PPMs as appropriate for the

2013-2014 program cycle. The IOUs’ will propose revisions in an advice letter, per

additional guidance from Energy Division.

Table 3.1 Short-Term PPMs

On December 2, 2010, the Commission issued Resolution E-4385, approving short-term

Program Performance Metrics (PPMs) for Pacific Gas and Electric Company, Southern

California Edison Company, Southern California Gas Company and San Diego Gas and

Electric Company for 2010-2012 statewide energy efficiency programs and subprograms.

The Commission gave each PPM a metric type which indicated the reporting frequency:

Metric type 2a indicates that the IOUs should report on the metric on an annual basis

(unless indicated otherwise). Metric type 2b indicates the IOUs should report on the

metric at the end of the program cycle.

SHORT-TERM PROGRAM PERFORMANCE METRIC (PPM) Metric

Type

1. Awareness and knowledge among relevant IOU program staff (to be specified – e.g.

account reps, engineers that administer the audit (3rd

party); program designers and

managers) regarding how IDSM relates to and impacts their efforts and programs

2b

2. Complete and make available integrated audit or survey tools (on line and on-site) to

residential and non-residential customers in all IOU programs that provide audits /

surveys (and include EE, Demand Response (DR), and Distributed Generation (DG)

recommendations). (Y/N)

2b

3. Number and percentage of integrated audits provided to each customer class and

NAICS code.

2b

4. A status report that identifies how well “integrated” (EE, DR, DG) all IOU demand-

side energy program offerings and components are (e.g., Commercial, Agricultural,

Industrial, Residential, Audits) including lessons learned, best practices, improvement

plans, and how the program portfolio is addressing strategic planning goals / objectives

and D.09-09-047 directives regarding integration, as well as the IDSM program

objectives specified in the PPM Worksheet. The report will review how the IOUs have

developed internal and external frameworks that support integration of IDSM programs

and technologies. (Y/N)

2b

5. Number and percent of integrated audit participants (identify NRA participants) in all

customer classes (Residential, Commercial, Industrial, Agriculture) that implement

recommended DSM measures / participate in other DSM programs (EE, DR, DG – Track

which categories implemented / participated in) or other recommended technical process

and practice improvements. (If possible, identify whether participants received incentives

or not.)*

2b




17

*Data sources for reporting will come from (a) program tracking databases and (b)

process evaluation to refine estimates.

6. Program participant awareness of IDSM practices in each of the market sector

subprograms.

2b

Table 3.2 Long Term PPMs

PG&E includes long term PPMs5 per Energy Division guidance received in December

2012. As stated in the Joint Utilities’ comments to the Commission in R. 09-11-014

dated November 21, 2011, and discussed between IOUs and ED on January 9, 2013,

IOUs plan to finalize long term PPMs in further discussions with involved

stakeholders and propose updates to Energy Division at a later date.

MTI

Index#

RE-CATEGORIZED Metric (LTPPM - or SPI) [E-4385

Appendix B original text except for noted edits]

Unresolved Issues

IDSM-1 MT Indicator 1: Percent of customers who are aware of online

and onsite integrated audits Percent of CA residents who know

where they can get an integrated online audit. Percent of CA

residents who know where they can obtain an integrated on site

audit. Percent of CA businesses who know where they can get

an integrated online audit. Percent of CA businesses that know

where they can get an integrated on site audit

IDSM-2 MT Indicator 2: Percent of customers in each customer class

who have received an integrated audit and percent of these

customers (by audit type) who have implemented one or more

of the audit recommendations (indicate how many incentivized

vs. non-incentivized) 1. Percent of customers in sectors A, B,

and C who have received an integrated audit.

2. Percent of integrated audit customers who have adopted one

or more audit recommendations.

b) Market Transformation Information

Per Resolution E-4385 a subset of market transformation indicators (MTIs) for statewide

energy efficiency programs and subprograms were presented at a public workshop on

November 7, 2011, to allow for public comments and discussion before being finalized.

Per guidance from Energy Division received in December 2012, the approved Market

Transformation Indicators for 2013-2014 were filed in a Joint IOU matrix as an appendix

in PG&E’s January 14, 2013 compliance filing.

c) Program Design to Overcome Barriers

5 From the Energy Division’s file “Revised MTIs_10 27 11-formal-release-ED-May-2012.xlsx”




18

As stated in the Strategic Plan, “Historically, demand side management (DSM) options

for energy consumers have been “siloed” activities within regulatory bodies, utilities,

environmental organizations, and among private sector service providers. The current

narrow focus on a single product offering does not maximize energy savings nor

minimize the costs of program delivery.” The Task Force and associated integration

efforts within each utility is working to overcome this and other barriers to maximize

benefits for customers and reduce costs for ratepayers.

d) Quantitative Program Targets

Not applicable for this non-resource program.

e) Advancing Strategic Plan goals and objectives

In support of the Strategic Plan,6 the IOUs will evaluate the DSM pilot programs and

determine what components will lead to successful DSM integration, consistent with the

strategies in the Strategic Plan. The Task Force will discuss the applicability of these

Emerging Technologies and initiatives in the context of IDSM. The ET program will

undertake a coordinated effort to support innovation in EE, DR, and renewable / self-

generation. ET forums will be used by the Task Force to review and vet proposed ET

technologies that can be funded and integrated across DSM programs. Lastly, through

coordinated DSM marketing, the Task Force will promote program integration across the

DSM campaigns in order to maximize EE, DR and DG opportunities.

6) Program Implementation

a) Statewide IOU Coordination

This is a statewide program.

i. Integrated Demand Side Management

ii. All program delivery mechanisms

As described earlier in this document, the Task Force does not replace the individual

IOU governance of DSM programs and is not intended to duplicate reporting or

regulatory activities. Rather, the Task Force will work with different programs and

delivery channels and will specifically look for IDSM opportunities, identify

barriers, and work through the IOU program staff to promote the advancement of

IDSM, using lessons learned and best practices to establish a continuous

improvement process.

iii. Marketing materials and message

6 California Long Term Energy Efficiency Strategic Plan, Section 8,4 pp. 72-73.




19

The Task Force will work with the Statewide Marketing and Outreach and internal

IOU M&O teams to leverage statewide awareness and coordinated program

messaging, and explore utilizing educational efforts that direct customers to local

utility integration efforts and offerings.

iv. IOU program interactions with CEC, air resources boards, air quality management

districts, local government programs, other government programs, community-based

organizations, non-governmental organizations, manufacturers, retailers, trade and

business associations, as applicable.

The IDSM Task Force will explore opportunities to interact with other programs/

organizations that could include municipal utilities, local and state government,

water districts and DSM solutions providers to offer integrated services, obtain

input/feedback, share knowledge/best practices, and generally promote IDSM efforts

and activities. Expansion of Task Force participation may be in the form of periodic

expert input and ad hoc workshops as needed to solicit input from the broader group

of participants in a fair and equitable manner. Future program milestones, lessons

learned, and best practices can be shared with outside stakeholders to further IDSM

activity outside of IOU programs.

v. Similar IOU and POU programs

The IDSM Task Force will coordinate with all IOU SW programs and will interact

with other programs/ organizations, municipalities and DSM solutions providers to

offer integrated services. Future program milestones, lessons learned, and best

practices can be shared with outside stakeholders to further IDSM activity outside of

IOU programs.

b) Program Delivery Mechanisms

The Task Force will not be involved in direct implementation but will develop and

provide the knowledge necessary to promote integrated program delivery mechanisms.

c) Marketing Plan

The Task Force will not be providing direct marketing services, but the coordination of

marketing will be an integral part of integrated approaches and will be included in each

individual program’s approach where applicable. In addition, as described in Task 8,

above, the Task Force will work with the Statewide and internal Marketing and Outreach

teams to leverage statewide awareness and coordinated program messaging; and explore

utilizing educational efforts that direct customers to local utility integration efforts and

offerings.

d) Best Practices




20

The Task Force’s involvement in reviewing utility integration activities, pilots and

practices (e.g., Zero Net Energy, Food Processing) will lead to the establishment of

Integrated Best Practices.

e) Innovation

Individual utilities are working on integrated approaches locally to meet customer needs

on a comprehensive, solutions-based level and coordinating and tracking of these

integrated pilots and activities.

f) Integrated/coordinated Demand Side Management

The basis of this program is entirely integrated and coordinated demand side management

on a statewide basis with local efforts feeding into the overall strategy.

g) Integration Across Resource Types

Where possible, the Task Force will identify opportunities for integrating across non-

energy areas, such as water conservation, electric vehicle infrastructure, and gas saving

technologies. Most likely, this information will come from pilots and other customer-

focused activities and will be considered future pilots and best practice recommendations.

h) Pilots

The Task Force will be the principal governance structure to track the integrated efforts

of the IOUs and develop statewide metrics to evaluate their success. The Task Force will

identify pilots, projects, programs and activities being conducted by individual IOUs that

might be replicated in other parts of the state. As described in section 4.b.5, above ,

integrated pilots and activities will continue to be identified and tracked by the Task

Force in reports as necessary. A critical component of evaluating these pilots, projects,

and program activities is identifying what data should be captured to optimally evaluate

the ongoing success of these pilots and IDSM activities. The Task Force will coordinate

with ED staff to ensure that an adequate level of data is collected. Currently several

integrated pilot program Advice Letters have been submitted to Energy Division for

review and approval. Once the programs that will be going forward are identified, the

IDSM Task Force will identify which pilot programs will be monitored to provide the

data and information needed to address the integration promoting tasks to potentially be

included in the Statewide IDSM Program. The IDSM Task Force will also play a role in

helping the IOUs identify Program Performance Metrics (PPMs) for integrated pilot

programs which will help achieve IDSM strategic planning goals identified in the

Strategic Plan, subsequent decision directives, and this PIP. The PPMs are currently

being developed as part of a statewide effort, including metrics for the Statewide IDSM

Program, and will play a key role in assessing the ongoing success of these programs.

The IDSM Task Force will clearly identify the integrated pilot programs to be monitored

in efforts to inform the implementation of the IDSM programs when PPMs are submitted

for the IDSM Program on May 23, 2010. Being mindful of the PPMs, the Task Force will




21

determine how best to monitor and evaluate the pilots and various IDSM activities.

Informed by the key eight activities identified in this PIP, the Task Force will include a

detailed description for how the integrated pilot programs will be utilized for data

gathering and developing the recommendations required from the Task Force in a

detailed EM&V plan as described below. However, final EM&V plans for the 2010 –

2012 have not been finalized; therefore, all EM&V plans will be consistent with those

plans once adopted for this program cycle.

i) EM&V

The Task Force will continue tracking and measuring the metrics described in Section 5

of this PIP, leveraging evaluation studies and resources where appropriate. The IDSM

Omnibus Process Evaluation is being reviewed and the IOUs will consider

recommendations contained in the report for improving future IDSM offerings.

Subsequent evaluation needs will be determined at the conclusion of the Omnibus

Evaluation.

The IOUs are pursuing activities identified in the December 2012 version of the Omnibus

Evaluation. These activities, summarized below, are also described in earlier sections of

this PIP:

Coordination among utilities to review our integrated training programs and leverage

lessons learned to improve our integrated training offerings.

Incorporating subject matter experts on AMI in integration-related teams and

meetings.




22

7) Diagram of Program

Market Segment Customers

Residential Commercial Gov Industrial Ag

Delivery Channels – Coordinated via Service and Sales

Service & Sales

Web / Mass Mkts

Third PartiesVendors,

AggregatorsGov

Partnerships

Local Utility Integration – Integrates Offerings to Customers

Segment Integration Managers

Integrated IT Solutions

Integrated Audits Integrated Sales

Training & Education

Marketing

Statewide Marketing – Awareness Campaign

Local Marketing - Segmentation /Implementation / Collateral

Programs

CEE ET DR DG/Solar LIEEClimateSmart

/Green Programs

Statewide Integration Task Force

Inte

grat

ed W

ork

forc

e Ed

uca

tio

n a

nd

Tra

inin

g

SW

In

te

grate

d T

ask

Fo

rc

e &

Re

gu

lato

ry C

oo

rd

in

atio

n

Program Diagram – IDSM Task Force

Eval

uat

ion

, Mea

sure

men

t &

Val

uat

ion




23

8) Program Logic Model

Note: On December 2, 2010, the Commission issued Resolution E-4385, approving Program

Performance Metrics (PPMs) for Pacific Gas and Electric Company, Southern California

Edison Company, Southern California Gas Company and San Diego Gas and Electric

Company for 2010-2012 statewide energy efficiency programs and subprograms. In

addition, this Resolution approved updated logic models for the statewide programs. Below

is the approved logic model for the Integrated Demand Side Management Program.




24

9) Appendices

Appendix A

In compliance with the 2013-2014 Final Decision, PG&E provides below a matrix of budget

figures broken down by funding source (energy efficiency, demand response, distributed

generation, etc.) for: IDSM marketing, IDSM pilots, IDSM Continuous Energy Improvement,

IDSM online and on-site audits, IDSM training, and IDSM data tracking. IOUs have formatted

these budget matrices using the template provided by Energy Division.

Appendix B

In compliance with the 2013-2014 Final Decision, a narrative description of the technologies

being promoted and how the efforts support IDSM goals is provided below.

PG&E is developing, continuing and enhancing various tools and technologies and packages of

technologies that will support integration of projects and activities with customers in all

segments. In addition to many of the technologies and tools described below, PG&E is focused

on supporting integrated demand side management through programmatic activities, marketing,

water-energy nexus efforts, increased incentives for multiple measures, training, smart meters,

pge.com/web-tools, and development of an integrated tracking system. PG&E will continue to

evolve these technologies and approaches based on customer response and traction of the various

activities.

HAN Technologies

Starting on January 15th, 2013, PG&E will provide its customers with the ability to wirelessly

connect compatible devices to their electric SmartMeters™ and view information about their

energy and power consumption in near real-time. This SmartMeter™ enabled technology is

called Home and Business Area Networking. With a near real-time look into their energy use,




25

customers can gain new insights into how their actions directly affect changes in their home or

business overall energy consumption. PG&E is working with device manufacturers to validate a

set of devices for use with our customers’ Home and Business Area Networks. The types of

HAN devices that can connect to the meters will include: displays/energy monitors, thermostats,

and gateways. PG&E can support up to 5,000 customers through June 2013 and at least 25,000

by the end of 2013. PG&E will continue to help facilitate the retail adoption of HAN devices

and customer and market trends will be analyzed as part of on-going management of the

platform. Per D.12-04-045, PG&E plans on enabling HAN-DR integration starting in 2014.

This will expand DR opportunities to residential and small business customers and help these

customers manage their response to time varying rates.

Controls Technologies

Controls Technologies are generally being offered with Lighting and HVAC products that have

EE and DR functionality. Lighting and HVAC controls are being offered to all non-residential

segments through various channels, including Account Reps, Third Parties and Retailers.

Examples of such technologies include Building Automation Systems (BAS), Energy

Management Systems (EMS), Dimmable Ballasts and Advanced Lighting Controls, Enhanced

Retro-commissioning (RCx), wireless web-enabled thermostats and demand control ventilation

(DCV) controls using carbon dioxide (CO2) occupancy sensors, and proprietary IDSM solutions

unique to the customer’s business. Although these technologies primarily promote EE and DR,

they can be combined with DG installation strategies to reduce the overall energy usage of the

customer prior to installing self generation.

Advanced Programmable Communicating Thermostat for SMB customers

PG&E is in the process of developing a new AutoDR program for our SMB customer. The

AutoDR program was traditionally available to customers with loads larger than 200 kW. As

more small business customers with loads less than 200 kW are equipped with SmartMeters™,

these customers will be able to participate in DR programs and time varying rates and will need

enabling technologies such as AutoDR to perform better in these programs.

PG&E is planning to roll out a communicating thermostat pilot to assess this technology in 2013.

The pilot will focus on the following areas:

• Roll out ~500 customers pilot in the first quarter of 2013 in selected location

• Assess and validate DR and EE benefits for the PCT

• Host program and product trainings to HVAC contractors

• Perform field inspection to portion of the installation

• Address all potential customer concerns and feedbacks

• Curtail DR events during 2013 DR seasons

• Perform M&E on program designs and customer DR performance




26

Once the pilot is successfully implemented, PG&E will apply the best practices and lesson

learned to develop a SMB ADR program in 2014. Based on the pilot result, PG&E may consider

offering both EE and DR incentive to this technology.

Emerging Technologies (2013-14 implementation)

Emerging Technologies has been evaluating the several integrated technologies that will

continue to be evaluated and launched into the portfolios in 2013-14. These technologies and

their integrated characteristics are listed below.

Food Service Tech Load Shifting Ice Machines - The demand response enabled ice

machines use a timing system to produce ice off peak. Tested at restaurants in phase 1;

will test at additional sites and additional models in phase 2. This technology supports EE

& DR efforts.

Contra Costa County Integrated Occupancy Sensor - Evaluation of the next generation

lighting controls for linear fluorescent retrofits resulting in an additional control solution

for SMB customers. This technology supports EE & DR efforts.

ZNE Modular Classroom - Designing and building a Zero Net Energy modular

classroom at the Stockton Energy Training Center to assist in ZNE, ET and Workforce

Education and Training (WE&T) goals. This technology supports EE, DR, DG and

WE&T efforts.

ZNEH Retrofits @ UC Davis- Develop and test ZNEH retrofit strategies at a single-

family home at Aggie Village and a student coop residence at UC Davis. Partner with UC

Davis Energy Innovation Hub, EEC, and Geothermal Collaborative. This project is

already underway.

Expanded West Village Monitoring Project (Ramp-up from 24-150 units)- Expand

monitoring project of UC Davis West Village from 24 to 150 housing units to validate

ZNE performance claim.

PG&E/Honda Smart Home- Partner with Honda and UC Davis on a single family ZNE

model home at West Village. PG&E EE ET would contribute funds towards EE

technologies for the home as well as monitoring by an M&V firm.

Distributed Generation

PG&E actively supports and promotes customer installation of distributed generation

technologies through its incentive programs like the California Solar Initiative (CSI) and Self-

Generation Incentive Program (SGIP). Specific subprograms of CSI include the Multifamily

Affordable Solar Housing, New Solar Homes Partnership, and CSI Thermal. The technologies

offered through CSI and SGIP include photovoltaics, solar water heating, wind turbines, fuel

cells, combustion turbines, and advanced energy storage for residential and commercial

applications. Given this suite of DG programs and technologies, customers have the opportunity

to apply for incentives for any of the DG technologies listed above and can couple them with




27

PG&E’s EE and DR program offerings to create IDSM projects, either at a single point in time

or over a period of time to meet the customer’s preferences or budgetary needs. DG opportunities

are a standard offering in the Zero Net Energy projects.

Permanent Load Shifting (PLS)

PG&E anticipates launching its PLS Program in 2013. This program will offer incentives to

customers to install thermal energy storage (TES) systems. TES systems allow customers to

shift their peak load from HVAC systems to the evening, thus reducing the peak load on the grid.

IDSM opportunities are also anticipated to be addressed as part of the process and coupled with

TES projects where appropriate. PLS ultimately promotes EE, DR and behavior change in an

integrated fashion.

Green Button Connect (GBC)

Authorized third parties can access customer energy usage data at the direction of customers, on

a “point and click” electronic basis, for direct services provided by third parties to customers,

such as third-party energy management applications and software tools. GBC is a trial

implementation and will be replaced by a Customer Data Access (CDA) platform in 2014, which

is a more long term, scalable, standards based platform to provide authorized and secure energy

data access to customers and customer-authorized / registered 3rd

parties. Specific end

applications are determined by the vendor, however this platform has the potential to provide

data that can be used by the vendors for EE, solar, and/or load shifting end applications.

Water Energy Nexus

Much of this effort continues to evolve, but PG&E will continue its efforts to integrate across

other resources. In particular, to develop programs targeting the Water/Energy Nexus, PG&E has

initiated four Emerging Technologies projects to lay the foundation for aligning energy and peak

load savings with water conservation. These projects focus on the spatial and temporal variability

of embedded energy in water and enabling irrigation system components and design strategies.

IDSM Tools

Web Tools, including integrated audits

The website PGE.com/MyEnergy/ functions as an integrated technology by communicating

hourly interval usage data, bill-to-day, bill forecast, tier position, program information and

participation, audit participation, and as other EE , DR, and DG messages. PGE.com also

contains many seamless web-based customer-facing tools that promote and support EE, DR,

and/or DG messaging and projects. For more specific information, please see the table below (as

provided in PG&E’s response to Data Request 2329).




28

Online

Customer

Tool

Description Uses for 2013-2014 How does it

promote IDSM

Business

Opportunity

Lookup

Tool

(BOLT)

BOLT is an online small

business customer focused

analytical tool that allows

PG&E’s Energy Solutions

and Service reps and

Marketing staff to pull

account, energy

management program

participation, and

propensity scores to help

them prioritize

opportunities for integrated

customer engagement.

The approach

described in the

Description column

will continue in 2013-

2014.

Opportunities

for engagement

and promotion

of EE, DR and

DG

Statewide

Customized

Calculation

Tool

Online estimation tool to

calculate potential energy

savings financial incentive

and to support your

Customized Retrofit

application

Continue to serve

customized retrofit

program

Customers and

utility

employees can

develop projects

and applications

with this tool.

Supports EE,

DR and DG

MyEnergy A set of tools and online

account management

functionality designed to

give customers greater

visibility and access to

AMI usage data, program

offerings, and other energy

management features. See

Also Progressive Energy

Audit Tool

Continuing

enhancements and

refinements

Customers can

log-in to My

Energy to

manage their

account, view

usage, compare

rates, apply for

rebates.

Promotes and

informs on EE,

DR and DG.

Progressive

Energy

Audit Tool

Available to customers

through PG&E’s “My

Account” (My Energy)

web portal, the PEAT suite

of tools allows customers

to see the output of their

usage, a representation of

how that breaks down into

key energy end-use

components, and

recommendations on how

PG&E plans to

continue to use/offer

this tool as described

in the Description

column in 2013-2014.

Content will be

updated and refined as

appropriate.

Linked to a

solar calculator

developed the

prior year

which sizes a

customer’s solar

needs

depending on

whether they

intend to

implement EE

http://www.aesc-inc.com/download/spc/2011/SPC2011Install.exe







29

to save. Residential and

small business versions of

the tool suite are designed

to be progressive and

interactive, encouraging

continuing customer

engagement. The survey

portion of the tool suite

attempts to pick out the

recommendations that are

most applicable based on

the customer’s profile and

the information that a

customer provides through

the survey questions, as

well as what the customer

is most likely to use and

want to participate in.

measures.

Promotes and

informs on EE,

DR and DG.

IDSM

product

catalog

An enterprise-level SQL

database that is fully

integrated with other key

databases within Customer

Energy Solutions (Work

Papers, MDSS). The

Catalog is the primary

browser-based interface for

PG&E’s account

representatives that screens

for integrated offerings

available to business

customers. Other external

customer-facing interfaces

derive their data from the

SQL database as well.

Repository for

information on all

PG&E customer

products, programs,

and services, including

Energy Efficiency,

Demand Response,

Pricing Products,

Third Party and

Government

Programs, and many

others. It serves as the

data source for a

variety of web-based

tools designed to aid

customers in selecting

the appropriate

products for their

home or business.

Allows PG&E

to present

IDSM as a

bundled

approach in one

interface to the

customer.

Supports

implementation

of EE, DR and

DG.

Automated

Reporting

Tool (ART)

PG&E’s Automated

Reporting Tool (ART)

provides Customer

Relationship Managers

(CRMs) with resources to

understand the

characteristics of

customers in specific

communities and develop

The approach

described in the

Description column

will continue in 2013-

2014

PG&E CRMs

use the

interactive tools

to develop

comprehensive

strategies to

meet their

needs, and to

provide




30

localized strategies to

optimize outreach.

appropriate

resources for

customer

outreach and

engagement.

The tool allows

PG&E

personnel to

view customer

characteristics

such as facility

types, business

segment,

customer size,

energy usage,

PG&E program

participation,

and the impact

of time-varying

pricing.

Supports EE,

ER and DG

Home

Money

Saver

(HMS) –

formerly

known as

PG&E’s

Online

Buyers

Guide

HMS is an online web

experience, or “tool,” that

provides an easy way for

residential customers to

find rebates and program

information. Additionally,

it is an ‘Online Buyer’s

Guide’ that offers

residential customers

guidelines for purchasing

energy efficient products.

HMS’ approach will

continually enhance

Residential customers’

web experience,

delivering relevant

programs/ products

information, offerings

and buying guidance.

Increased

engagement in

integrated

projects,

Money

Back Tool

Self-serve rebate/incentive

recommendation engine.

No log-in required. Money

Back Tool was conceived

to help customers, Trade

Professionals and PG&E’s

sales force to easily view

rebate options and to make

rebates accessible to users

anywhere, anytime.

The tool has been

optimized for use on

tablets, to help facilities

In 2013-2014, PG&E

plans to expand IDSM

content beyond EE

and include:

- Free services such as

online self-guided

energy audits,

benchmarking

webinar, etc.

- Distributed

generation such as

solar PV & thermal

- Demand Response

The tool,

available from

http://www.pge.

com/mybusines

s/energysavings

rebates, helps

business

customers;

owners,

facilities

managers, etc.,

as well as Trade

Professionals

http://www.pge.com/mybusiness/energysavingsrebates







31

managers or utility-account

managers be even more

mobile (use it during a

facility walk-through).

and utility

account

managers, find

energy-

efficiency

rebates/incentiv

es by

conducting a

very simple

online search.

While primarily

focused on EE

in 2012, plans

are to expand

the scope of the

tool in 2013 and

beyond to

include DR &

DG.

PowerClerk PowerClerk is an online

application system for the

California Solar Initiative

program. Applicants can

use PowerClerk to create

and submit a new incentive

application or check the

status of an existing

application.

PowerClerk will be

used in 2013-2014 as a

key CSI tool.

CSI / DG

California

Solar

Statistics

This tool presents actual

program data, exported

from the CSI online

application tool each

Wednesday. Users of this

tool can view program data

summaries for the CSI

programs.

California Solar

Statistics will be used

in 2013-2014 as a key

CSI tool.

CSI/ DG

Solar

Analysis

Calculator

This tool provides

personalized information

to assess the financial

feasibility of solar. A

significant feature is that it

allows the user to indicate

the level of energy savings

achieved through Energy

Efficiency to determine its

overall impact on the solar

The Solar Calculator

will continue to be

used as described in

2013-2014 with

potential for additional

enhancements.

Promotes EE

before Solar by

demonstrating

potential

savings for

sizing solar

based on

optimizing EE

and DR first.




32

PV system (cost and size

reduction). A statewide

variation of this tool also

exists and is operated

under the name Clean

Power Estimator.

Trigger

Tracker

This is a tool that shows

how many CSI MW worth

of rebates are available in

the current incentive step

level. Allows users to

know when incentives are

about to decline.

Trigger Tracker will

be used in 2013-2014

as a key CSI tool.

CSI/DG

Energy

Manageme

nt Online

Application

Tool

This tool allows customers

to apply online for

incentives on qualified

energy efficiency and

demand response projects.

A project may include the

retrofit of existing

equipment or systems, the

installation of new

equipment to

accommodate new or

added load, and

implementing strategies to

participate in demand

response.

This tool includes an

application wizard and

energy engineering

calculation tools that

allow customers to

electronically sign and

submit a single

application for SCE’s

core Commercial,

Industrial, and

Agricultural Programs

(Express and

Customized),

Partnership programs,

and the Technology

Incentive (DR)

programs. In addition,

customers can apply

for the On-Bill

Financing program.

The tool also includes

an application library,

as well as sharing, and

transfer functions that

allow the customer

efficiently work with

authorized agents as

well as SCE account

executives and field

engineers.

Combined EE

& DR

applications.

Future

enhancements

for 2013-2014

may include

CSI messaging

& links.

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